Transcript Effective Groups and Teamwork - NMHU International Business

Chapter Nine
Effective Groups and
Teamwork
McGraw-Hill/Irwin
Copyright © 2010 The McGraw-Hill Companies, Inc. All rights reserved.
After reading the material in this chapter,
you should be able to:
• Describe the five stages of Tuckman’s theory of
group development.
• Contrast roles and norms, and specify four
reasons norms are enforced in organizations.
• Explain how a work group becomes a team, and
identify five teamwork competencies.
• List at least four things managers can do to build
trust.
• Describe self-managed teams and virtual teams.
• Describe groupthink, and identify at least four of
its symptoms.
9-2
Fundamentals of Group Behavior
• Group
- two or more freely interacting people with
shared norms and goals and a common
identity
9-3
Formal and Informal Groups
• Formal group
- formed by the organization.
• Informal group
- formed by friends
9-4
Formal Groups Fulfill Organizational and
Individual Functions
Table 9-1
9-5
Tuckman’s Five-Stage Theory of Group
Development
Figure 9-1
9-6
Group Development Process
Stage 1: Forming
• Group members tend to be uncertain and
anxious about their roles, the people in
charge and the group’s goals
• Mutual trust is low
9-7
Group Development Process
Stage 2: Storming
• Time of testing
• Individuals try to determine how they fit into
the power structure
• Procrastination may occur
9-8
Group Development Process
Stage 3: Norming
• Questions about authority and power are
resolved through unemotional, matter-offact group discussion
• Group cohesiveness
- a “we feeling” binding group members
together
9-9
Question?
A search committee has been created at ABC
University to hire a new dean of College of
Business. During which stage of the group
development process would the search
committee address role agreements and working
as a team?
A.
B.
C.
D.
Storming
Performing
Adjourning
Norming
9-10
Group Development Process
Stage 4: Performing
• Activity focused on solving task problems
• Climate of open communication, strong
cooperation, and lots of helping behavior
9-11
Group Development Process
Stage 5: Adjourning
• Work is done
• Time to move on to other things
9-12
Group Member Roles
• Roles
- expected behaviors for a given position
• Task roles
- task-oriented group behavior
- Keep the group on track
• Maintenance roles
- relationship-building group behavior
- Keep the group together
9-13
Task and Maintenance Roles
9-14
Question?
Bob's role in his work group is to promote
greater understanding through examples or
explanation of implications. Bob's role can
be described as a(n):
A.
B.
C.
D.
Initiator
Elaborator
Coordinator
Energizer
9-15
Norms
• Norms
- shared attitudes, opinions, feelings, or actions
that guide social behavior
• Ostracism
- rejection by other group members
9-16
How Norms are Developed
1. Explicit statements by supervisors or coworkers
2. Critical events in the group’s history
3. Primacy
4. Carryover behaviors from past situations
9-17
Why Norms are Enforced
• Help the group or organization survive
• Clarify or simplify behavioral expectations
• Help individuals avoid embarrassing
situations
• Clarify the group’s or organization’s central
values and/or unique identity
9-18
Teams
• Team
- small group with complementary skills who
hold themselves mutually accountable for
common purpose, goals, and approach.
- Task groups that have matured to the
performing stage
9-19
Teams
A group becomes a team when:
1.Leadership becomes a shared activity
2.Accountability shifts from strictly individual
to both individual and collective
3.The group develops its own purpose or
mission
4.Problem solving becomes a way of life, not
a part-time activity
9-20
Team Building
• Team building
- experiential learning aimed at better internal
functioning of groups
9-21
Question?
As the new Department Chair, Melvin
wanted his faculty members to engage in
more collaboration. He decided to start by
taking everyone to a Paintball course. This
is called ___________.
A.
B.
C.
D.
Social loafing
Cohesiveness
Team building
Leadership
9-22
Trust
• Trust
- reciprocal faith in
other’ intentions
and behavior.
9-23
Three Dimensions of Trust
• Overall trust
- expecting fair play, the truth, and empathy
• Emotional trust
- having faith that someone will not
misrepresent you to others or betray you
9-24
Three Dimensions of Trust (cont.)
• Reliableness
- believing that promises and appointments will
be kept and commitments met
9-25
How to Build Trust
1.
2.
3.
4.
5.
6.
Communication
Support
Respect
Fairness
Predictability
Competence
9-26
Question?
As quarterback at Alabama, Jay Barker won
almost all of the games he started. When
the team was in a tough situation, they
trusted Barker to help them win. The
team’s trust was built by Barker’s _______.
A.
B.
C.
D.
Respect
Fairness
Predictability
Competence
9-27
Self-Managed Teams
• Self-managed teams
- groups of employees granted administrative
oversight for their work
9-28
Indirect Influence Tactics of
Self Managed Teams
• Relating
• Scouting
• Persuading
• Empowering
9-29
Teams
• Cross-functionalism
- team made up of technical specialists from
different areas
9-30
Question?
The work team at More 4 Babies, Inc. is
made up of technical specialists from
different areas of the company. This
feature of the work team at More 4 Babies
is referred to as
A.
B.
C.
D.
Cross-functionalism.
Administrative alignment.
Cohesiveness.
Groupthink.
9-31
Are Self Managed Teams Effective?
• Have a positive effect on productivity
• Have a positive effect on specific attitudes
relating to self-management
• No significant effect on general attitudes
• No significant effect on absenteeism or
turnover
9-32
Virtual Teams
• Virtual team
- allows group members in different locations
using information technology to conduct
business.
9-33
Research Insights
• Virtual groups formed over the Internet
follow a group development process similar
to that of face-to-face groups
- Meaningful face-to-face contact during early phases of
group development process is essential
• Internet chat rooms create more work and
yield poorer decisions than face-to-face
meetings
9-34
Threats to Group and Team Effectiveness
• Groupthink
- Janis’s term for cohesive in-group’s
unwillingness to realistically view alternatives.
Read an article on
groupthink
9-35
Symptoms of Groupthink
• Invulnerability
• Inherent morality
• Rationalization
• Stereotyped views
of opposition
• Self-censorship
• Illusion of unanimity
• Peer pressure
• Mindguards
9-36
Social Loafing
• Social Loafing
- decrease in
individual effort as
group size
increases
9-37
Reasons for Social Loafing
• Equity of effort
• Loss of personal accountability
• Motivational loss due to sharing of rewards
• Coordination loss as more people perform
the task
9-38
Question?
The Principles of Management class has a project
that counts for 50% of the class grade. Groups
of 10 have been assigned to complete it.
Duane thinks that he will not have to work very
hard because the group is so large. This is
called _______.
A. Groupthink
B. Cohesiveness
C. Social loafing
D. Collective groupthink
9-39
Supplemental Slides
• Slides 41-46 contain extra non-text
examples to integrate and enhance
instructor lectures
-
Slide 41: Recent Research on Trust
Slide 42: Management in the Movies: 13 Going on 30
Slide 43: Virtual Teams
Slide 44: Tips for Working on Virtual Teams
Slide 45-46: Video discussion slides
9-40
Recent Research on Trust
• Schweitzer, Hershey, and Bradlow (2006) –
conducted laboratory study and found…..
- When trust is broken by untrustworthy
actions, it can be restored through
consistent trustworthy actions
- A promise to act in a trustworthy way helps
facilitate the regaining of trust
- Deception does serious long-term damage
to trust and makes it very difficult to restore,
even when followed by trustworthy actions
9-41
Management in the Movies
13 Going on 30
• In this scene, Jenna is at a Poise magazine
party.
• How does the group on the dance floor
move through the stages of group
development?
• What type of group is the dance floor
group?
9-42
Virtual Teams – Quotes from the
Front Line
• “Since I don’t know those people in [other cities],
getting their stuff done is a low priority. My priorities
are about things that are in my face, like when people
I see every day are standing there looking at me,
waiting for me to get their stuff done.”
• “Everybody is so busy that you know they’re all
multitasking during the call. When I’m the one
leading a meeting, I’m pretty sure half of them are
checking their e-mails. Nobody pays much attention.”
9-43
Tips for Working on Virtual Teams
• Meet face-to-face to start a project and for
major milestones
• Assume positive intent
- If an e-mail's tone sounds off-putting, withhold
judgment until you learn more or talk to them
directly via phone
• Engage in positive predictable behavior
- Honor commitments, attend meetings on time,
don’t send terse emails
9-44
Video Case: United Airlines
Employees Learn from Nascar
• What types of things can a ground crew member
working for an airline company learn from a NASCAR
pit crew?
• Why are the lessons learned from Pit Crew U so
universally applicable across many jobs and
industries?
• How could United justify the costs of sending 1200
employees to Pit Crew U - will they save that much
time?
• What is United’s goal in sending the employees to Pit
Crew U?
9-45
Video Case: Teamwork: Team
Activities for Coworkers
• What types of activities are being used today for team
building and skills development? Why do these types of
activities work?
• Are companies able to justify sending employees to fun
training programs? How?
• Are corporate training programs such as those described
in the video case growing in popularity?
• What benefits do you think you would get
from attending training programs like those
described in the case?
9-46